大学人力资源管理教学课件Chapter-5-Careers-and-HR-Development.pptx

大学人力资源管理教学课件Chapter 5 Careers and HR DevelopmentAfter studying this chapter,you should know:vDefinition of Career planvGeneral Career PeriodsvWhat are included in career management for IndividualsvHow People Choose CareersvWhat results in an entry shockvWhat is Career PlateauvDifferences between HR development and training vAdvantages and Disadvantages of Major Development ApproachesKey termsvCareer plan 职业（生涯）规划vCareer path 职业通道（路径、道路）vCareer Plateau 工作顶峰（高原？）vSuccession Planning接任/替补计划vHR development 人力资源开发vvJob rotation Job rotation 工作轮换工作轮换vJob-site 工作场所vOff-site 非工作场所vMentor 职业导师CareersvCareerThe series of work-related positions a person occupies through life.vCareer planningThe process by which one selects career goals and the path to those goals.Organizational and Individual CareerPlanning PerspectivesOrganizational Perspective-Identify future organizational staffing needs-Plan career paths and ladders-Assess individual potential and training needs-Match organizational needs with individual abilities-Audit and Develop a career system for the organizationIndividual Perspective-Identify personal abilities and interests-Plan life and work goals-Assess alternative paths inside and outside the organization-No changes in interests and goals as career and life stage changesA Persons CareerGeneral Career PeriodsCareer stageEarly CareerMid-CareerLate CareerCareer EndAge Group:20 years30-40 years50 years60 yearsNeeds:Identifying interests,exploring several jobsAdvancing in career;lifestyle may limit options,growth,contributionUpdating skills;settled in leader,options valuedPlanning for retirement,examining non work interestsConcerns:External rewards,acquiring more capabilitiesValues,contribution,integrity,well-beingMentoring,disengaging,organization continuanceRetirement,Part-time employmentCareer Management for IndividualsSetting Career GoalsSetting Career GoalsSelf-AssessmentSelf-AssessmentFeedback on RealityFeedback on RealityCareerCareerManagementManagementHow People Choose Careers?Social BackgroundSocial BackgroundInterestsInterestsSelf-ImageSelf-ImagePersonalityPersonalityCareer ChoiceCareer ChoiceCharacteristics in First Employers*Please rate the importance of each of the following in choosing a first employervChallenging assignmentsvCompany values balance between personal life and careervCompetitive benefitsvCompetitive salaryvFinancial strengthvGood reference for my future careervHigh-achiever programvHigh ethical standardsvImmediate responsibilityvLikeable/inspiring colleaguesvOngoing educational opportunitiesvOpportunity to influence my own work schedulevOpportunity to specializevOpportunities for continuous learningvSecure employmentvVariety of tasks or assignments*From Pricewaterhouse survey of 1500 MBA students from around the worldCharacteristics in First EmployersPlease rate the importance of each of the following in choosing a first employerGood reference for my future career-42%Company values balance between personal life and career-41%Likeable/inspiring colleagues-37%Competitive salary-34%Challenging assignments-33%Competitive benefits-32%Opportunities for continuous learning-31%Opportunity to specialize-30%Secure employment-30%Financial strength-29%High ethical standards-29%Ongoing educational opportunities-27%High-achiever program-26%Variety of tasks or assignments-26%Immediate responsibility-24%Opportunity to influence my own work schedule-24%Career Transitions and HRvEntry ShockWhen a role transition is voluntary and desired,an individual often has high expectations based on evidence derived from word of mouth,past experiences,or their own hopes and fears.However,these expectations are sometimes unrealistic and are not always met.The discrepancy between expectations and reality results in entry shock.The WorkThe WorkSupervisorsSupervisorsFeedbackFeedbackTimeTimeEntry ShockEntry ShockRe-entry shock?How work through the entry shock?vlocate and learn their role within the organizational context(identity)vmake sense of the situation and discern a purpose for being there(meaning)vrecover a sense of self-determination(control)vconnect with others,particularly their peers(belonging)The“Portable”Career PathBeginningExpanding ChangingMid-CareerToward of Career-Spend several years at large company to learn skill and build network-Begin networking to develop broader skill and make contacts;establish good reputation-Change industries,or go to work for smaller companies;start a company-Refresh skill;take a sabbatical;go back to school;gain experience in nonprofit organizations -Move to appealing project as a temporary employee or subcontractor Special Career Issues for Organizations and EmployeesvCareer PlateausEmployees who are“stuck”at a career level and lack opportunities for upward mobility.vTechnical and Professional WorkersDual-career ladders provide advancement pathways for specialists and technical employees.Division ManagerDistrict ManagerUnit Manager Assistant ManagerManagement traineeEntry Level Dual-Career Path for EngineersTechnical Project Leader Project EngineerUnit Engineer Technical EngineerJunior Engineer ManagementTechnicalDeveloping Human ResourcesvDevelopmentEfforts to improve employees ability to handle a variety of assignments.vDeveloping Needs AnalysesAssessment CentersvA collection of instruments and exercises designed to diagnose individuals development needs.vIntent is to identify management potential in participants.Development vs.TrainingThe HR Development Process in an OrganizationFormulate HR plansIdentify Necessary CapabilitiesCarry Out Succession PlanningAssess Development NeedsConduct Development planning-Organization -IndividualDetermine Development Approaches-Job-Site -Off-SiteEvaluate Development SuccessDevelopment IssuesRe-DevelopmentRe-DevelopmentMake or Buy?Make or Buy?Developing Specific Developing Specific CapabilitiesCapabilitiesLifelong LearningLifelong LearningHR DevelopmentHR DevelopmentWhen should you“make,”when should you“buy”For which jobs?(Dont have to do it for all)If lack scale,“make”is hard to doIf competencies are likely to change,hard to doIf want to change culture,“buying”helpsvCosts of“buying”mistakes selecting,fit issues,expensive up-frontSuccession PlanningvThe process of identifying a longer-term plan for the orderly replacement of key employees.Succession Planning ProcessFigure 108Choosing a Development ApproachJob-SiteJob-SiteMethodsMethodsCommittee Committee Assignment/Assignment/MeetingsMeetingsJobJobRotationRotation“Assistant to”“Assistant to”PositionsPositionsOn-line DevelopmentOn-line DevelopmentCorporate Corporate Universities Career Universities Career DevelopmentDevelopmentLearning Learning OrganizationOrganizationIndividualIndividualCoachingCoachingPossible Means Used in a Learning OrganizationFigure 109Choosing a Development Approach(contd)Sabbaticals and Sabbaticals and Leaves of AbsenceLeaves of AbsenceClassroom CoursesClassroom Coursesand Degreesand DegreesHuman RelationsHuman RelationsTrainingTrainingOff-Site MethodsOff-Site MethodsOutdoor TrainingOutdoor TrainingSimulationsSimulations(Business Games)(Business Games)Advantages and Disadvantages of Major Development ApproachesAdvantages and Disadvantages of Major Development ApproachesManagerial Lessons and Job ExperienceManagement DevelopmentManagerialManagerialModelingModelingManagementManagementCoachingCoachingMentoringMentoringExecutiveExecutiveEducationEducationQuick reveiwvCareer planvGeneral Career PeriodsvCareer Management for IndividualsvHow People Choose CareersvEntry shockvCareer PlateausvDifferences between HR development and training vAdvantages and Disadvantages of Major Development Approaches谢谢观赏谢谢观赏